Categories: Management

Sample Key Performance Indicators – KPIs

Example KPIs

The example KPIs on this page are provided for educational purposes. They are not intended to be used ‘as is’ as the most effective use of a KPI is when it is aligned to the business strategy and the business plan of the organisation.

HR – Human Resourses Sample Key Performance Indicators

Recruitment

New employee satisfaction rate with recruiting process
Percentage of new employee retention after x time
Percentage job offer acceptance rate
Percentage of vacancies filled within x time
Average Number of Interviews from Submitted applications/ CVs
Recruitment source ratio – internal -v- external applicants
Recruiting fee as percentage of annual salary
Percentage of new employees with a recruiting fee paid
Performance evaluation scores on hired candidates after, a given period.
Average time that transpires from the moment a candidate is submitted to a hiring manager to receiving initial feedback from the hiring manager.
Average cost to recruit per job position
Average open time of job positions
Average number of responses for open job positions
Average number of interviewees for open job positions within a given measurement period.
Average time to recruit

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Employee Development

Percentage of employees receiving regular performance and career development reviews.
Average time employees are in the same job or function.
Percentage of new hire retention after a given period
Ratio of internal versus external training (hours or cost)
Employee satisfaction with training.
ROI of training
Percentage of Human Resources budget spent on training.
Percentage of employees gone through training in a given period
Average number of training hours per employee
Average training costs per employee

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Finance and business Key Performance Indicators

The list below contains factors which while important may or may not become key performance measures – it will all depend on the objectives of the organisation at a given point in time.

Accounting costs
Accounts Payable
Accounts Payable Turnover
Accounts Receivable Collection Period
Accounts Receivable Turnover
Average value of overdue invoices
Cash Flow Return on Investments (CFROI)
Common Stock Equity
Corporate credit rating
Cost Income Ratio
Cost per payslip issued
Creditor days
Creditor days
Cumulative Annual Growth Rate (CAGR)
Cycle time for expense reimbursements
Cycle time to perform periodic close
Cycle time to process payroll
Cycle time to resolve an invoice error
Cycle time to resolve payroll errors
Days Payable
Debtor days
Direct costs
EBIT
EBITDA
Enterprise Value / Takeover Value
Equity ratio
Expenses claims processed per FTE
Fixed costs
Gearing
Indirect costs
Invoicing processing costs
Long-Term Debt
Marginal costs
Net Change in Cash
Number of invoices outstanding
Number of overdue invoices
Other Current Liabilities
Other Non-current Liabilities
Payment errors as Percentage of total payroll disbursement
Percentage of bad debts against invoiced revenue
Percentage of electronic invoices
Percentage of expense report exception line items
Percentage of financial reports issued on time
Percentage of invoices disputed
Percentage of invoices requiring special payment
Percentage of invoices under query
Percentage of low value invoices
Percentage of manual payroll payments
Percentage of payable invoices that have not been matched to a purchase order
Preferred Stock Equity
Profit per customer
Profit per employee (FTE)
Profit per product
Profit per project
Receivables against Product,
Region, Sales office
Return on capital employed (ROCE)
Return on Equity (ROE)
Short-Term Debt
Cost of payroll process as Percentage of total payroll cost
Total Assets
Total Current Liabilities
Total Equity
Total Liabilities
Total sum of monetary value of outstanding invoices
Total value of overdue invoices
Variable costs

Health and Safety – Sample Key Performance Indicators

Corrective actions impacting health and Safety may be derived from various health and safety sources.
This information can provide the organisation with …

Cost of solved safety non-conformances for the month
Employee perception of management commitment
Health and safety prevention costs within the month
Lost time (in hours) due to accidents (including fatalities) per e.g. 100,000 hours worked
Lost time (in hours) due to non-fatal accidents per e.g. 100,000 hours worked
Number of fatalities per e.g. 100,000 hours worked
Number of non-conformance with legal or internal standards in safety inspections
Number of reportable accidents per e.g. 100,000 hours worked (including fatalities)
Number of reportable non-fatal accidents per e.g. 100,000 hours worked
Number of safety inspections for the month
Number of solved safety non-conformances for the month
Percentage of attendance at occupational health and safety (OHS) committee meetings
Percentage of corrective actions closed out within specified time-frame
Percentage of fatal accidents relative to all accidents (non-fatal and fatal) per e.g. 100,000 hours worked
Percentage of health and safety representatives (HSR) positions filled.
Percentage of issues raised by H&S Reps actioned
Percentage of occupational health and safety (OHS) committee recommendations implemented
Percentage of products/services assessed for health & safety impacts
Percentage of significant products and services categories subject to procedures in which health and safety impacts of products and services are assessed for improvement
Percentage of staff with adequate occupational health and safety (OHS) training
Total of hours in safety and health training in the month